Please use this identifier to cite or link to this item: https://hdl.handle.net/10356/149245
Title: Disruption risk mitigation in supply chains : the risk exposure index revisited
Authors: Gao, Sarah Yini
Simchi-Levi, David
Teo, Chung Piaw
Yan, Zhenzhen
Keywords: Business::Operations management
Science::Mathematics::Applied mathematics
Issue Date: 2019
Source: Gao, S. Y., Simchi-Levi, D., Teo, C. P. & Yan, Z. (2019). Disruption risk mitigation in supply chains : the risk exposure index revisited. Operations Research, 67(3). https://dx.doi.org/10.1287/opre.2018.1776
Journal: Operations Research
Abstract: A novel approach has been proposed in the literature using the time-to-recover (TTR) parameters to analyze the risk-exposure index (REI) of supply chains under disruption. This approach is able to capture the cascading effects of disruptions in the supply chains, albeit in simplified environments; TTRs are deterministic, and at most, one node in the supply chain can be disrupted. In this paper, we propose a new method to integrate probabilistic assessment of disruption risks into the REI approach and measure supply chain resiliency by analyzing the worst-case conditional value at risk of total lost sales under disruptions. We show that the optimal strategic inventory positioning strategy in this model can be fully characterized by a conic program. We identify appropriate cuts that can be added to the formulation to ensure zero duality gap in the conic program. In this way, the optimal primal and dual solutions to the conic program can be used to shed light on comparative statics in the supply chain risk mitigation problem. This information can help supply chain risk managers focus their mitigation efforts on critical suppliers and/or installations that will have a greater impact on the performance of the supply chain when disrupted.
URI: https://hdl.handle.net/10356/149245
ISSN: 0030-364X
DOI: 10.1287/opre.2018.1776
Schools: School of Physical and Mathematical Sciences 
Rights: © 2019 Institute for Operations Research and the Management Sciences (INFORMS). All rights reserved. This paper was published in Operations Research and is made available with permission of Institute for Operations Research and the Management Sciences (INFORMS).
Fulltext Permission: open
Fulltext Availability: With Fulltext
Appears in Collections:SPMS Journal Articles

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